Denise and I were out wandering around Bellevue. We wandered into the TMUS phone store in Belle Square…..[August 10, 2017]
Ran into a former team member at TMUS store in Belle Square.
Jessie A is who I ran into.
There is so much to unpack from this little interaction.
Leaving notes here so I can come back and update as I am moved.
Jessie – nice enough; smart enough; native Bellevuean.
Caro converted her to Full Time in the same move that let me go.
A bit hurt
A bit jealous
This too shall pass
I have to admit, that interaction the other day was impactful. It forced me to not just ‘think’ about the job, but work through the emotions that were attached to the thing.
It was painful.
Not the work. The disrespect.
It wasn’t something that happened overnight, it took years. But the seeds were sown early on.
It was a good thing to run into my former team member.
It is nice to be moving forward with something new and exciting with an entirely clean slate.
So being laid off earlier this year was devastating. Much more devastating than I wanted to believe. To be honest, I thought I was completely over all of the emotional baggage that comes with such an adventure. That is until I ran into one of the people that I used to manage. Since I was laid off, the slimy little creature who had weaseled her way into being our manager has since converted this person to an FTE role.
I was upset. I am trying to understand why it upset me, but it did. It was nice to have her tell me how much they missed me. Apparently, they have realized how hard it truly was to do the things that I made look incredibly easy. (Duh, that was in the job description – ‘make this happen’. I guess I was really good at that. She went on and on and on about how hard it was to onboard new people and how much they miss my expertise. She said they brought on a few people the beginning of July and here we are 6 weeks later and those folks still aren’t fully productive.
This is one of the processes and procedures I had mastered. When the challenge was tossed my way to ‘solve it’, our onboarding was normally 90 days before someone was fully productive. Rising to the challenge tossed my way by our previous manager, I was able to create a process and a set of checkpoints that would have a new hire fully capable to be productive within their first 5 days on the time. Indoctrinating them into the environment and getting them to full productivity was entirely dependent upon the person, but overall, we reduced the time from 90 days to less than 2 weeks.
When I left, I was asked to make sure the process documentation was updated and in place. It was. What I couldn’t get the juvenile who had been promoted from graphic designer to be my manager to realize is that it isn’t always the steps in the process that matters, as much as it is how you execute those steps. The reason I could do it so quickly and effectively is that I had taken the time to build the relationships with the folks who actually execute the steps that our outside of my control. I did things in a specific order because there is time in back office processing that has to happen. I have a wee bit of knowledge about access management and networking, so I get what is happening and timed the required manual interventions accordingly so that when we were ready to do the next thing on the list, the systems would be ready too.
This morning, I am over the disappointment and any jealousy I might have had has passed. I am truly blessed to be out of that dysfunctional, unprofessional coffee clutch.
So sad. I was talking to a recruiter about some of the work I had done in my recent past.
One of our core initiatives was improving the tools used in the assisted channel. In English: If you talk to a sales associate or call customer care, you interact with someone. That is ‘being assisted’ and you have become a participant in the assisted channel process. Anything that happens now would be impacted by the tools and improvements to the user experience. (the “user” is the internal resource)
I am very proud of the work we did over the last few years, so I have no problem bragging about what was accomplished. My issue is trying to communicate it to wireless outsiders. In an effort to show the types of tools we worked on, I suggested the recruiter take a look at magenta’s website and do a coverage check.
EPIC FAIL TMO – screen shot below. So, so sad…..
One the biggest challenges I have with my resume is traversing up and down the communications stack. When I started, there wasn’t an internet. People were struggling with the closed systems that represented the communications channels in those days.Email? There wasn’t any.
Okay, maybe a little. I was at the university and we were using VAX systems. I remember notes were handwritten – er taken in shorthand, transcribed into an email and forwarded to the appropriate ‘routing list’. We managed these ‘routing lists’ in steno pads in the administration office. We were bleeding edge.
The commands we had to execute to get that email from my desk to the Dean’s office was ridiculous. Today, I send emails that are shorter in length than the mere command was to make the connection in those days.
We had to use these communication tools to stay in contact with the other campuses, but it was truly a challenge.
There was no constant link. To connect, you had to know the commands to open the socket, make the connection, upload the changes and download any updates. Yes, it was as manual as that sounds. I have a notebook, somewhere, that deciphers what each of those connection sounds meant. Man do I not miss that world.
I remember being thrilled when I had mastered the whole mail thing. I really believe it was this ability to digest the technical information, translate it into human-being language, and execute is how I got the job managing the pc labs at the university until I finished my master’s degree. This was unheard of since I was a business major and there was an erroneous expectation that only engineering students could understand the magic that happens beneath the surface.
But I got it. It makes sense to me. I used to spend my Friday nights, manning the lab and teaching the computer scientists how to email their ‘whatever file’ to wherever. Typically, I could barely understand what their files said, but I could sure help them get it shipped to wherever. It always amused me that they could do their work, but had no idea how to use the vax utilities.
Just about the time I had it down to an art and was providing coaching sessions Friday nights and weekends, it was time to move to IMAP (Unix). Half of the recruiters I have spoken to in the past two weeks weren’t even alive when this was happening in my life. May the complexity remain buried for them.
As I have been walking backward through my life experiences to create the resume that will open the doors for discussions about the next life challenge to undertake, it is hard to summarize everything I have done and keep from getting distracted.
One of the primary roles I have had consistently for years has been ‘intake’. I love this part of the job. This is the opportunity to review the forward-looking proposals and evaluate how we could deliver it, or not.
It isn’t an ‘all-knowing’ skill, but more of a leveraging skill. The key to success is being able to identify the brainiacs around me and working with them to business-ize the proposals. I am really good at this. The issue is communicating the value to prospective new teams.
I did find something buried in the links of interest I have collected over the years. This one makes me smile. I love that the auto industry doesn’t want to give up the ‘connected device’ challenges automatically to apple or google. Wonder if any of these consortia members have any openings and are near me? It would be fun to influence the future, again.
One of the processes I am most proud of defining, developing and delivering during my tenure was the onboarding process. Kudos to my leadership for tossing it my way and allowing me to do it on my own.
Every onboarding activity I did was personalized. Yes, the basics where ‘check-the-box’ simple, but everyone who joined our ranks was an individual and they deserved individual attention.
There are a lot of things that have to be remembered whenever you start something new. Finally, I standardized on converting my checklist to individual notebooks created as the hiring processes proceeded.
This became the new hire’s ‘touch stone’ to be used as a start. This became a shared activity between the new hire and the various team members. Folks who were more adventurous enjoyed doing these activities like a scavenger hunt. Others who were more linear requested more ‘checklists’. That was a lot less fun.
Standardizing the work station provided for each resource went a long ways toward simplifying the time to productivity for each resource we brought in.
Writing the requirements for the ‘work station’ provided really helped set the baseline for the expectations the new hire would be able to perform on the first day.
It is much more difficult to produce a baseline for industry knowledge. Every industry has its own set of facts and history that new hires should be exposed. Pique their curiosity.
We were in the telecommunications industry. We were doing ‘mobile first’ design and delivery, so it really doesn’t hurt understand a little bit about the history of telecommunications. I like to focus on telecommunications in the United States.
I am old. I remember when Ma bell was the only game in town. I remember when it was illegal to own a telephone. My mother was a telephone operator in the 40’s and 50’s. Heck she was downsized by ‘mama bell’ because she chose to follow her husband when they shipped him to Colorado after they shot him with an atomic bomb. But that is a story for another day.
Naively I assumed that the ability to survive and thrive for over 6 years in a turbulent, ‘fast-paced’ information technology organization delivering the tools that facilitated the ‘un-carrier’ revolution.
Maybe that is where I need to start. Instead of formatting a resume as a brochure to get the conversation started, I need to create the ‘roadmap’ that takes the reader through my experiences.
Connect the dots for the reader!
Good news is, I need not worry about the challenges around planning as I was informed yesterday that my last day will be next Friday.
Bad news is, now I MUST find a new job and quickly, if at all possible. My husband has a job, but he doesn’t get paid very well. I have stuck around, longer than I should have because the pay was fair. I am not over-paid by any means, but the commute wasn’t awful and I really did care for the team I had been instrumental in building over the last 6 years. We were finally doing things and I was enjoying my role, for the most part again, but all good things must come to an end.
Callout to anyone who might know of any positions for a Scrum Master in the greater Seattle area – preferably on the east side.
Two week iterations are perfect, as long as the team is mature.
What I really want to do is send out a bunch of reminders with links to training materials, so everyone is on the same page, but I would be reprimanded for being to forceful. The question is, how are we ever going to get better if we don’t address the maturity level issue. How is the team ever going to move ahead, if everyone doesn’t play fairly? Is it too much to expect that a team member who has committed to the team do everything in their power to be just as prepared as all of the rest of the team members?